Executive Summary
HWNS is a service provider for members of the physically challenged community with disabilities. The HWNS facilities are located in ACT, Queensland and NSW. These facilities supply a diverse scope of services and supports to a population of three thousand physically challenged people who possess disabilities. . One years and three months ago, in July 2013, the National Disability Insurance System initiated pilot programs and continued expansion with the pilot program until July 2014. The comprehensive implementation of the plan will not be in effect for another four years. This initiative is a primary social reform that is intended to be one of the articles of groundwork for the Australian answer to the United Nations meeting on the authorities of individuals who are disabled. This groundwork is directed toward guaranteeing that the same rights are afforded to those who have disabilities as to all members of Australian society. The elements of the employee value proposition will be examined and the manner that the HWNS non-profit organization can receive advantages from the implementations of best practices. . The main dimensions of the employee value proposition will be explored in this research. The components of employment in the non-profit sectors will be reviewed. The methods of social media in order to promote the EVP approaches will be explored.
Introduction
There are a number of distinct characteristics that are administrated by the human resources department of any non-profit organization. The distinct classifications of the human resource management at HWNS function interact in order to enable the formation of employee behavior and attitudes. Each of these elements exerts a distinct influence on the employee and the non-profit organization for which they endeavor. Some of these elements are more influential than the others. Human resource management at HWNS incorporates building, policy making and the receipt of input of the non-profit organizational members (Baxter & Macleod 2008; Wright & Boswell 2002).
Historical Overview
When a non-profit organization values its personnel, its orientation, philosophy and culture will be reflective of this perspective: Human resource management at HWNS is specifically dedicated to the projects that are concerned with people. The function of human resource management at HWNS is an activity that is conducted that enables the effective application of personnel in order to reach individual and non-profit organizational goals. Notwithstanding, if the firm is smaller, the human resource function may not be defined. All managers must be concerned with their employees and the wellbeing of the employees at HWNS (Becker, Huselid, & Ulrich 2013; Becker, Huselid, & Beatty 2009; Hutchinson & Purcell 2003; Wright, Gardner, Moynihan & Matthew 2005).
Employee Value Proposition
In reviewing the manner by which these elements work in conjunction, the elements must be individually defined. Foremost and first is the Equal Opportunity Act of 2010. There exist government policies that work in the favor of protected classes. Affirmative employment actions are those activities that are designed to remedy the past or present social habits with regards to equal opportunity for employment. The idea of affirmative action is deeply embedded in the non-profit corporate perspective. There is presently computer software that enables non-profit organizational managers to review in order to determine that the organization is compliant with the articles of the Equal Opportunity Act. The acknowledgement of related Equal Employment Act of 2010 legislation is one of the initial phases in formulating an effective human resource management plan at HWNS (Victorian Equal Opportunity and Human Rights Commission 2014).
Employee Labour Relations
The second quality of human resource management at HWNS that should receive consideration is the activity of employee labor relations. Human resource employee labor relations are founded upon plans. Human resource planning is a process. Human resource is the perceptive that a non-profit organization applies in evaluating its demand for human resources. Furthermore an effective human resources design also supplies the means of eliminating any gaps that are present between supply and demand. Consequently, the human resources management at HWNS function ascertains the number and the qualities of the employees that a non-profit organization will require or whose positions are subject to attrition. Human resource management at HWNS is dynamic by its implication; the human resource planning programs frequently need more modifications in correlation to the evolving market conditions (Cascio & Boudreau 2011; Millmore, Lewis, Saunders, Thornhill & Morrow 2007; Ulrich & Brockbank, 2005).
Recruitment and Selecting of Personnel
Non-profit organizations imitate with a design of their needs that are perceived as an integral segment of the program prior to engaging into the recruitment and the selection component of the project. The recruitments and selection processes enable the human resources departments to perceive if they can supply the resources to fill the employment positions internally by means of education and promotion. The recruitment and selection process also enables the human resource management at HWNS to determine if the available human resource pool is too restricted. The required human resources may be best acquired by looking outside of HWNS human resource assets (Guest & King 2004; Whitaker & Marchington 2003).
Recruitment has the characteristic of affecting the quantity and the quality of people who apply for an employment position. Those candidates who apply have the potential of being accommodated in the employment position. In the absence of the recruitment and selection process, the design and the selection components of the human resources management at HWNS process would not be viable. There are options for recruitment in the event that a full time long term employment position is not required or accessible. These options include the contracting of the temporary or overtime employees. The optimal situation in many circumstances in the human resource management at HWNS includes is the application of high performance work programs (Datta, Guthrie & Wright 2005; Fearon, McLaughline & Eng 2012; Godard 2004). The process of selection is the concluding stage of the HWNS human resource management design. Selection is a process where the candidate is evaluated in order to fill the employment position, considering that the person is the best available fit for the job. The selection process must be accomplished within the limitations of the Equal Opportunity Employment legislation (Datta et al. 2005; Fearon et al. 2012; Godard et al. 2012; Victorian Equal Opportunity and Human Rights Commission 2014).
There are normally five phases that are connected with the process of selection. The majority of non-profit organizations can access all or several of these perspectives. These perspectives include primary employment screening. The primary employment position screening process can imply the evaluation of a candidate and a brief interview that can be carried out in person or by telephone. The next step would be a formal interview in order to review the objectives of the non-profit organization. The non-profit organization would have the capacity of questioning the candidate in relation to the fulfillment of the requisites and goals (Leak et al. 2006; Lowry & Stevens 2009; Marchington & Gruglis 2002; Ulrich & Brockbank 2005). The non-profit organization may administrate employment evaluations that are designed to review and assess psychological and personality profiles of the candidates. The non-profit organization may also administer measurement examinations in order to ascertain if the candidate possesses the skills and aptitudes that would enable them to effectively accomplish the tasks that are related with the employment position. The human resources department of the non-profit organization may also administer reference and background reviews, including a physiological examination. The physiological examination that would be issued by the human resources management at HWNS would incorporate a drug screening test and health review. These evaluations would be presented as an outcome of a conditional employment presentation (Lepak, Liao, Chung & Harden 2006; Lowry & Stevens 2009; Marchington & Gruglis 2002; Ulrich & Brockbank 2005).
Development and Evaluation of Human Resources Management at HWNS
The third quality of the human resources management at HWNS entails human resource development. The HWNS human resources management can incorporate a multitude of elements. These elements may be composed of non-profit organizational relationships, training effectiveness and training requisites. The process of human resources management at HWNS provides preparation for the future. The development quality of human resources management at HWNS is directed on the personal development and cognitive learning qualities (Holland 2001; Whitaker & Hutchinson 2003). The process of development includes evaluation training and orientation. The quality of orientation enables in the education of the employee with regards to their employment function, their environment and the objective of the human resources management at HWNS. The training is the manner by which the human resource management at HWNS can ensure that the candidate would be able to fulfill the requisites of the position in a correct fashion. There exist many categories of training. These categories are discussions, simulations, and computer programs Videos, off the job and on the job training models may also be applied in the employee training process. The primary evaluation of the human resource department includes measurements. These measurements my include production evaluations. Production measurements are implemented by human resource management at HWNS. In order to provide an effective evaluation, the evaluation must include active communication. Production measurement is not simply an annual rating; it should be a continuous process (Holland 2001; Whitaker & Hutchinson 2003; Wright & Boswell 2002).
In order to optimize the success of a production measurement evaluation, there are several qualities that must be ascertained and addressed. The HPWP production criteria must be set as an endeavor to produce a method of assessing performance. The evaluations of the policies can also occur. The people that should be involved in the valuations and the implements applied for the valuation. These evaluations may be efficiently conducted by the application of social media (i.e., Facebook, Twitter and Myspace). The social media may be applied in order to provide questionnaires through a survey site (i.e., Surveymonkey.com). The examiners require time in order to perform research with regards to the employees’ production over a specified time. As a result of evaluation, the employees’ performance the evaluation can be considered as conclusive. The evaluation should be communicated to the employee and the inputs from the employee should be documented and reviewed. The final decisions should be applied and the evaluation maintained in archives for future reference. There reference points may include transfers and promotions (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001; Victorian Equal Opportunity and Human Rights Commission 2014).
Benefits and Compensations
A consideration of the human resource management at HWNS is the area of benefits and compensation for the employees. Benefits and compensation is one of the most significant characteristics of human resource management at HWNS. It has been perceived that compensation, which is a recompense for the successful achieving of tasks is the primary expense incurred by the majority of human resource departments. Benefits and compensation are the primary motivations of individuals searching for employment opportunities. The compensation package should be secure, equitable and cost avoidant for the human resources management at HWNS. The compensation package must also be accepted by the employee. There exist several government administrated benefit programs. The bandit programs include workers’ compensation, unemployment insurance and social security. Additional incentives and benefits can be presented by the human resources management at HWNS as a manner of maintaining a competitive advantage in the labor market (Purcell, Kinnie, Hutchinson, Swart & Rayton 2004; Purcell, Rayton, Hutchinson, Swart & Kinnie 2009).
Labor Relations
The next consideration of human resource management at HWNS is the field of labor relations. Labor relations are the continuous relationship between the personnel of a non-profit organization and the human resource management at HWNS department. The relationship that is maintained between the human resources department and the human resources management at HWNS pertains to the agreements pertaining to compensation, responsibilities of the employee and the human resources department and the number of hours that are required to be contributed to the non-profit organization by the employee on a daily, weekly and monthly basis (Baxter & Macleod 2008; Wright et al. 2005). In addition, there may be supplemental conditions regarding employment. The relationships are of great importance in the review of human resources management at HWNS. The explicit and implicit communications are sustainable in the labour relations field. In the absence of effective labour relations, the operation of human resource management at HWNS become more burdensome and impossible (Cascio & Boudreau 2011).
Safety and Health Hazards
The concluding quality of human resources management at HWNS is the administration of health and safety hazards. The occupational hazards include risks involving machinery, chemical and workplace conditions. The safety and health risks can gradually lead to the detriment of the employees. It is the responsibility of the human resources management at HWNS to ensure that the employment positions are sustainable. Safety and health hazards may be the causal attribute for an employee’s permanent disability. The risks that should be mitigated in the work environment include exposure to toxic chemicals, interpersonal stress and other risks. There is one hazard that is usually overlooked in the non-profit organization. This risk is violence. Menacing is a form of violence. A number of employment positions are difficult to fill for the human resource management at HWNS due abuse in the workplace (Baxter & Macleod 2008; Becker et al. 2009; Cascio & Boudreau 2011; Hutchinson & Purcell 2003, Millmore et al. 2007; Purcell et al. 2004; Purcell et al. 2009; Ulrich & Brockbank 2005).
Best Practices for Employee Value Proposition
All of these elements must be coordinated by the human resource management at HWNS in order to contribute value to the non-profit organization and to derive contribution from the personnel. The contribution is derived with regards to the non-profit organization’s mission and objectives. Effective human resources management at HWNS with regards to compliance review is required in order to determine the effectiveness of the policies that are implemented. In addition, the reviews should be made on an annual or semiannual basis. The outcomes of the policy reviews should be communicated with the employees. The outcome of the reviews can also be published on the social media pages of the non- profit organization (i.e., Facebook, Twitter and Myspace). These policy implementations may incorporate anti-harassment, equal opportunity among genders and ethnic identities in the workplace, in addition to the methods for filing complaints (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Victorian Equal Opportunity and Human Rights Commission 2014).
In the emission of these policies, there are no causal attributes of an offense could be committed that is administrated by one of the policies. An example would be an employee filing a complaint with the human resource manager for being a victim of menacing. The complainant would file the complaint and the human resources manager would investigate the grounds for the complaint. If sufficient grounds for the complaint are found, the defendant may be admonished. This admonishment diminished the threat of violence, as a health and safety hazard to an offense that can decrease the non-profit organization’s liability for the defendant´s behaviors (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Victorian Equal Opportunity and Human Rights Commission 2014).
The human resources management at HWNS must remain proactive. In order to maintain a proactive perspective, training sessions and the prompt investigation of any of the employee documented complaints should be performed. In this manner the human resources department is conducting the activity of reasonable care. It is also recommended for the human resources department to conduct frequent surveys among the employees in order to ascertain conditions that manifest the employees’ problems and concerns. In addition, the human resources management at HWNS should develop a specialized unit. This specialized unit infers that the human resource management at HWNS should have proactive rapports with accountants, insurance company representative and lawyers. The appraisal of production is usually located at the core of litigation (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001; Victorian Equal Opportunity and Human Rights Commission 2014).
The performance evaluation is usually the perceived reasons involving the denial of equal opportunity access to employment that include terminations and promotions. In the event that the human resources department of an non-profit organization does not conduct regular evaluations, in addition to episodes involving litigation, there would be no documentation available to support or refute the claims (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Victorian Equal Opportunity and Human Rights Commission 2014).
The development characteristic of the human resources management at HWNS frequently includes benefits and compensation. As the employees progress in their professional development and acquire greater motivation, addition benefits may be presented in the form of bonuses and employment raises. The compensations that are additional may be increased as a function of time. An example would be the training and development of an employee to make a transition from being an hourly paid employee to a lower level administrator. There may be certain benefits that are presented by the human resources management at HWNS. These benefits that are offered by the human resources management at HWNS may include vacation, supplementary insurance coverage or a bonus in the form of profit sharing incentives (Baxter & Macleod 2008; Becker et al. 2009; Becker et al. 2013; Cascio & Boudreau 2011; Hutchinson & Purcell 2003, Millmore et al. 2007; Purcell et al. 2004; Purcell et al. 2009; Ulrich & Brockbank 2005; Wright et al. 2005).
Compliance with Legislation
There are some facets of human resource management at HWNS that are more valuable than others. One of the more important characteristics of human resources management at HWNS is compliance with equal opportunity employment mandates. This is required due to the failure to comply with these regulations could cause substantial sanctions and loss of good will for the non-profit organization. The enduring challenges for the human resource management at HWNS are the issues associated with employee retention, recruitment and talent sourcing. These are daily challenges that must be addressed. The appropriate recruiting, matching and selection processes imply that HWNS would experience lower employee turnover and increased employee fulfillment. These enhanced performances contribute to the HWNS employee value adding process. As an outcome, the non-profit organizations become more profitable due to lower training expense for the employees that leave and the new personnel who require training (Lepak et al. 2006; Lowry & Stevens 2009; Marchington & Gruglis 2002; Ulrich & Brockbank 2005).
Performance Evaluations
One of the most important characteristics of the human resources management at HWNS is performance evaluations. The employees can derive advantages from the HWNS human resource management at employee evaluation in the event that they are effectively accomplished. The reasons for performance evaluations are to provide concise expectations in the areas of enhancement, increasing employee morale and motivation, understanding the employees´ ineffective and effective behaviors, assessing the performance levels of the working environment and the employers, supply assertive and constructive feedback , enhancing the production indexes of the employees and optimizing the talented employees. The performance evaluation is an invaluable implement in order to effectively administrate talent and to provide open and clear lines of communication between the human resources management and the employees at HWNS (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001).
Applying Human Resources Management at HWNS to Form Employee Behaviors and Attitudes
In addressing the role of human resources management at HWNS and the manner by which it can most effectively be applied in order to form behaviors and attitudes, the primary conceptualization that is required is that it is of the utmost significance to contract managers with experience in the field of human resources. Human resource management at HWNS has a number of inherent risks. In order to assure effective administration, there must be experienced human resources management personnel at HWNS. This is attributed to the field of human resource management at HWNS being a wide and complex discipline. The business begins and concludes with the human resource department. The human resource management at HWNS department is one of the segments of any non-profit organization that has the most engagement in the value adding process (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001).
The human resources management at HWNS influences all aspects of that range from the consumer to the chief executive officer. In the event that there is contracting and optimizing of personnel who are adept in human resources management at HWNS, each of the human resource management at HWNS concerns can be successfully addressed and evolve into becoming successful. In the present labor and market environment, non-profit organizations require competitive advantages in order to optimize new markets. The retention and the acquiring of the best talent are essential to acquiring and sustaining a competitive advantage in the marketplace. In business, it is inevitable that competition exists. In the event that HWNS is not able to maintain a progressive perspective, by contracting talented personnel and supply the personal with adequate education and evaluation, it becomes difficult to shape the employees behaviors and attitudes in alignment with HWNS mission and vision (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001).
Non-Profit Employee Organizational Commitment
The implementation of effective human resource management at HWNS enables the employees to engage in non-profit organizational commitment. The attitudes and behaviors that are formed when the employee is committed to the non-profit organization become part of the value adding process. The morale enhancement that is experienced by the employees causes them to add value to the products and services that are promoted by HWNS. The value adding process causes greater employee well-being. The increase in the employee well-being leads to increased indexes of employment retention (Purcell et al. 2004; Purcell et al; 2009; Wright et al 2005).
Employee commitment is having the employee have the capacity of ¨being able to say: ¨Í did that one¨ (Purcell et al. 2009, p. 115). Research has demonstrated that non-profit organizational commitment is manifested by elevated indexes of correlation with the anticipations of stable long term employment. The satisfaction with the compensation did not demonstrate to be a substantial factor in the operative population. This is attributed to the employees’ aspirations to lower level management at HWNS (Becker et al. 2013).
There has been extensive research in the area of sales and customer servicing as a result of the participation of the employee value adding process in the service segment of the economies. There is a distinction between the endeavors of sales and service. Sales have the objective of the client making a purchase as a motivation for service. Service requires that the client respond and there is no motivation for the client to make a purchase in order to satisfy the client. In the collection of customer service personnel, the social support from the administrators has not been connected with non-profit organizational commitment (Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001).
Conclusion
The human resource management at HWNS fulfills extremely important roles with regards to the daily operation of the organization. In the absence of effective human resource practices, a non-profit organization cannot compete effectively in the marketplace. There should be an integration of the various facets of the human resource management at HWNS in order for it to be effective. There are some facets that include fair employment opportunity and professional development that present a higher level of priority than other human resource functions. When the human resource management at HWNS role is correctly executed with the adequate alignment of experiential knowledge, the human resource management at HWNS discipline and its practitioners can attain their optimal potential in enabling the formation of the employees in accordance with the non-profit organizational mission and values.
Appendix
Scenario Exercises
The actions that need to be conducted is to respond to the human resources concerns
of the staff. The concerns of the staff is are their responsibilities going to change
and can they anticipate stable long term employment. The staff is also worried that
if there is insufficient funding, they may lose their jobs to attrition. In addition, the staff
wonder whether the new facility going to be accessible. The final action would be if there
is new staff members that are hired, would the present staff become lower management or
would the promotions take place from the outside (Becker et al. 2013; Datta et al. 2005;
Fearon et al. 2012; Godard 2004; Truss 2001).
3 months later:
The twenty one individuals in the programs have the need of being informed that if
they do not have their funds, their services may be affected. The twenty one clients could
have the need of additional counseling in order to emphasize the importance of the
continuity of funding.
6 months later:
The red flags are that they clients are not satisfied with the status quo. They would
like changes in their service delivery. The best option would be to distribute a survey in
order to find out what the clients like and dislike about the present service. The surveys
may be distributed through a survey website and applied through social media. The survey
may be maintained anonymous. Based on the responses of the clients on the survey, the
et al. 2012; Godard 2004; Truss 2001).
Good news! One year later
The HWNS organization listened to the complaints of the clients and took action.
As a result, there are new and original members of the staff that are working with the
clients. These members of the staff are in alignment with the mission values of making the
clients at HWNS feel as if they are respected, accepted and valued (Becker et al. 2013;
Datta et al. 2005; Fearon et al. 2012; Godard 2004; Truss 2001).
Graphs
(Ireland 2014)
(Ireland 2014)
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Victorian Equal Opportunity and Human Rights Commission 2014´Equal Opportunity Act 2010´, Victorian Equal Opportunity and Human Rights Commission.
